Human Resource Practices: Analysis of Tesla's HR Strategies

This essay provides an in-depth analysis of Tesla Incorporation's human resource practices, aligning with a broader corporate strategy perspective. The paper begins by outlining the rationale for embedding HR strategies within corporate strategies, emphasizing the importance of workforce development, recruitment, retention, and addressing contemporary workplace challenges such as talent acquisition, flexible work arrangements, diversity, and positive workplace culture. The core of the essay analyzes how Tesla integrates its HR strategy into its overall corporate strategy, detailing the company's approach to employee management, training, and development. The essay also discusses the implementation of HR strategies at the departmental level, examining how Tesla's HR department addresses the challenges of automation, innovation, regulatory issues, and the retention of top talent. Furthermore, the essay explores the contemporary HR challenges facing Tesla and how these have influenced, or necessitate changes to, their current HR strategies, referencing academic sources to support the analysis and discussion.

Human Resource Practices 0
Title: Human Resource Practices
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Human Resource Practices 1
HRM Strategies
Tesla Incorporation is an automotive American energy organization based in California.
The company has been known for the manufacturing of electric cars through its solar panel
production. The company is known for operating various production and assembly plants,
popular as Giga factory. Human Resource strategies are regarded as the designation for longer
duration plans and achievement of objectives in the field of human management and human
resource.
Human Resource planning and management is a rationale methodology for effective
retention, recruitment, and deployment of manpower within an enterprise. This also includes the
arrangement for dismissing staff (Chisholm, 2007). Human resource management is effectively
concerned with the flow of manpower in and out of the enterprise. However, the requirement in
every organization requires planning and making an assessment of employee situation and
ensuring employee retention within the organization. Human Resource planning and
management are effectively concerned with the analysis of present human resource and
assessment of external labor markets and forecasting the value chain situation, forecasting the
demands of future for employees and establishment as well as the implementation of human
resource planning. The goals for an organization require securing the manpower for a longer
period of duration requires recruitment and selection, development and training programs (Stone-
Romero, 2008).
Furthermore, human resource planning also includes the promotion, career planning,
productivity and pay, appraisal and motivation, redundancy and retirement. This all is dependent
on the sound planning process. Considering the organization goals and objectives, Human

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resource management has contributed to the achievement of the vision and mission
(Liakhovitski, Stone-Romero & Jaccard, 2008). Example- Any enterprise needs to adopt both
external and internal recruitment as well as selection planning procedure. This is true for senior-
level managers and middle-level employees. In order to maximize the internal capability and run
the present operations, the organization needs to fulfill its current demand of the workforce. This
can be possible through a concise career path that can have an effect over the talented candidates
and retaining the old ones. The fundamental reform in Human resource planning and
management is aimed at enhancing employee engagement and ensuring all the employees must
achieve continued growth and reach full potential (Alexander, 2017).
According to the Mukta Kulkarni, the formulation of enterprise strategy is defined as the
procedure of development and defining the direction. This needs to be defined logically and it is
a step by step discussion and outcome will be the written formal statement. This provides the
achievement of definitive goals of the organization in its long term plans (Kulkarni, 2014),.
According to A. N. Kuznetsov (Kuznetsov, 2018), it is considered as misrepresentation of the
real view. The strategy formulation can never be the rationale, but managers need to make an
attempt to formulate the strategy. Strategy formulation can never be a continuous process. This is
a systematic process, senior-level managers need to think and then act accordingly. The realized
strategy will evolve as a response to a given situation. A strategic planner needs to be a pattern
organizer. This implies the management of processes in which visions and strategy will emerge
as deliberately conceived. The strategy needs to be flexible and emergent. It will never exist in
the present time. Strategy can never be realized through formal statements but also through
reactions and actions.

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Human resource management and planning can be considered as a description of future
actions and directed through change management. The management process needs to consider
the different strategies that emerge within the organization. Tesla Incorporation has adopted
human resource management as a methodology for taking decisions on plans and intentions of
the enterprise which is concerned with employment, recruitment, associations, performance
management, training and development, employee relations and rewards strategies and different
policies and practices. The key characteristic of Human resource planning is integration. Human
resource strategies are integrated vertically with organizational strategy and horizontally with
one another. These are regarded as important components of business strategy.
Tesla Incorporation has aligned the HR strategy to its business goals. However, there are
certain underlying assumptions that HR functions will be undergoing through the adjustment.
There are various organizations that play a greater role in executing strategic plans (Obeidat,
2012). Tesla Incorporation has estimated the human capital consequences of its decisions. HR
strategy is regarded as a core component of the business plan. In order to be effective, it must be
developed hand in hand (Al-Azzam, 2015).
Tesla Organization has given Human resource, a place in its boardroom and provided a
wide number of opportunities for the alignment of a business strategy. HR is playing the reactive
role and this is a significant part of the enterprise planning process (Rocco & Plakhotnik, 2009).
There are different organizations wherein the HR Managers present the function as a service
provider and within the organization, there exists a different perspective that implicitly takes the
leadership role. Tesla Organization firmly believes in the amalgamation of economic turbulence
and governance needs and playing a proactive role. HR practices are aimed at influencing senior

Human Resource Practices 4
employees (Taslim Ahammad, 2017). The present question is not about beginning with corporate
objectives and alignment of HR-the HR goals need to be embedded with corporate objectives.
Before the company starts with drafting of objectives, the organization needs to believe in its
workforce. The HR director must be able to execute the commercial agenda. Every organization
has embedded associations that provide a clear and concise view towards the turnover risks,
cultural shifts and organization’s health. This makes the workforce to be proactive in addressing
the difficulty levels and enabling the development of strategies which are streamlined with
enterprise goals and mission. Contemporary HR is focused on providing strategic value and drive
business outcomes (Werner, 2014).
Human Resources strategy is interdepartmental and extensive and involved throughout
the Tesla organization. The nature of the HR strategy is continuous interaction and understanding
the business processes (Aguinis & Lengnick-Hall, 2012). However, the implementation of
strategy demands cooperation within project teams and different employee groups. The HR
strategy is native to employees working in the HR department. The notion of HR strategy is very
common though (Werner, Anderson & Nimon, 2019). The greatness of progress has been made
in the Tesla organization and strategy development is a conceptual process. In order to be
effective, HR strategy should be implemented naturally. The businesses need to change and
people must act towards it. Performance management is a successful method of implementing
the strategy. This can be a very difficult task. HR professionals need to implement the strategy
and ascertain the current obstacles and prevent the required changes from occurring within the
project teams and employee groups. However, strategy implementation is considered as a
systematic process and removal of enterprise internal roadblocks towards change management
(Hossain & Abdullah, 2017).

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The strategy will encounter the different resistance measures and the change must be
imperative. There are certain dramatic changes in the strategic process. HR needs to prevent
potential difficulties through the anticipation and addressing the problems that are likely to arise
(Achoui, 2009). The HR management needs to focus on the following- Proper coordination
within the management, concise and clear goals and objectives. The project teams and employee
groups must be able to align the cross-level goals and cooperate within the strategic process.
Every employee of the organization must understand the strategic process. Employees need to
take it as a personal responsibility to fulfill the HR strategy and must put efforts in bringing the
value of the organization (Asrar-ul-Haq, 2014).
The contemporary HR challenges are explained in further discussion. Automation and
Innovation- Human resource departments largely focus on training and development of
employees. Whenever there are new technological advancements, the Human Resource
department of Tesla Organization prepares itself and train manpower (Jayanti, 2012). This also
implies coordination with technology developers and the creation of effective programming. In
different scenarios, the Human Resource department should help in the roll out the training
program and run internally (Stone & Deadrick, 2015). Regulatory Issues- Compliance with the
regulatory issues and this is primarily the duty of HR managers. This needs to be evolved
constantly into Tesla Organization. Human Resource managers need to focus on change
management. For instance-changes in the laws which are concerned with health care benefits.
Privacy laws require constant updating employee training programs and disclosures on various
policies. The companies can be exposed to penalties, lawsuits and public scrutiny on not
following the new regulations (Bondarouk & Ruël, 2009).

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Retention of Top Talent- Recruitment and retention of great experts and talented
workforce is a difficult task. This is not possible for the small business houses considering the
facts like benefits packages and huge compensations (Yang & Wang, 2009). Human Resource
managers need to search for loyal prospects and talented employees for the Tesla Organization.
This can be done by searching for talent externally or internally. Human Resource Managers
must cultivate the associations and train internal employees that can be suitable for promotion
and development.
Human Resource Strategy follows the global strategy and includes particular goals in the
Human Resources and following an implementation schedule. This can be achieved through
different actions and projects. A personal audit can also be made part of developing a personal
strategy. When HR strategy is created, there are a number of analytical methods and techniques
like PESTLE analysis, SWOT analysis and many more.

Human Resource Practices 7
References
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Alexander, A. (2017). Gauging the unique developmental strategies towards human resource at
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Kulkarni, M., & Gopakumar, K. (2014). Career Management Strategies of People With
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Kuznetsov, A. (2018). The methodology of human resource management in the context of the
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Human Resource Practices 9
Werner, J., Anderson, V., & Nimon, K. (2019). Human Resource Development Quarterly and
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Yang, B., & Wang, X. (2009). Successes and challenges of developing human capital in the
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